Cross-Cultural Leadership Workshop: Australian-Japan Business

This report provides a detailed analysis of a workshop designed to equip Australian leaders with the knowledge and skills necessary to succeed in the Japanese business environment. It begins with an introduction outlining the workshop's objectives, which include understanding Japanese culture, improving interaction, and gaining insights into cross-cultural leadership. The report then delves into the workshop's agenda, resources used, and the application of cultural theories, specifically Hofstede's cultural dimension theory, to understand the differences between Australian and Japanese cultures. The analysis covers key aspects such as power distance, individualism, masculinity, uncertainty avoidance, and long-term orientation. Furthermore, the report highlights the importance of cross-cultural leadership in fostering effective communication and collaboration. It also references materials related to leadership and cultural awareness. The report concludes by emphasizing the need for Australian leaders to adapt to Japanese cultural norms and leverage cross-cultural leadership for organizational success, especially in the context of globalization. The report also includes references and appendices for further details.

Business 1
Cross-Cultural Leadership

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Contents
Introduction......................................................................................................................................2
Objectives and Outcomes of this workshop....................................................................................4
Agenda.............................................................................................................................................6
Resources used by facilitators at the leader workshop....................................................................7
Cultural Theory................................................................................................................................8
Cross-cultural leadership...............................................................................................................10
References......................................................................................................................................11
Appendix........................................................................................................................................12

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Introduction
The assessment outlines the description of workshop that describes the various process related to
the Australian leaders who wants to lead in the business of Japan. The country Japan is selected
to analyze the cross-cultural leadership among the Australian leaders. The culture of Australia
and Japan is totally different so the leaders of Australia need to understand the cultural aspects of
Japan to sustain business in that country. The assessment will be discussed about the objectives
and outcomes of workshop. The proper content used in workshop will also included in this
assessment. The content includes the agenda, resources used in workshop and many more
aspects.

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Objectives and Outcomes of this workshop
The workshop is conducted related to determine the leadership aspects that help the
Australian leaders to do the business with the leaders of Japan. The working among different
countries includes cross-cultural leadership that is beneficial for the organizational objectives.
The main objectives of this workshop are discussed below-
 This workshop helps the leaders to understand the culture of the different country that is
Japan so the Australian leaders easily work with the leaders of Japan.
 This workshop improves the interacting power of the leaders in the business.
 This workshop helps in gaining information regarding cross-cultural leadership.
 Australian leaders need to do work with Japan leaders in a proper manner and improve
globalization process.
 Helps to understand the behavioral similarities related to the culture of two different
countries.
The Australian leaders are doing the business with Japan so the objectives of the leaders are
to first analyses the culture of Japan, the preferences, demands of the consumers before
establishing the business. The major issue which the leader faces is the different cultural
diversity of the countries so the cross-culture leadership is required which is the major objective
of the leaders. When in the newly globalized market the business was opened by the Australian
leader then the cultural diversity is analysed of Japan to achieve the outcomes. The major
objective was to get the success in operating the business in Japan so it can be done by effective
leadership which can adjust to the different environment quickly and can adopt the different
cultures rapidly.
The outcomes of applying the cross-culture leadership have attained the goals for the future
in the country Japan. As Japan has a new culture so the leader of Australian business requires the
preferences and the choices of the Japan consumers. Japan is very much updated in terms of the
technology so it is essential by the leaders of the Australian business to adopt the new
technologies and techniques to compete in the market of Japan. In japan majorly people are
Buddhism who follows the strict traditions and belongings. So, while operating the business in

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the japan the Australian leaders need to evaluate the culture and traditions over there so that to
deal with such people becomes quite easy. Japanese languages are spoken by the japan people so
Australian business leaders even learn to speak their national language while doing the business
functions with them. They can deal with the local market and their consumers only when they
are aware of the local languages and it becomes quite easy to build a relationship with their
consumers.

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Agenda
There are several lists of items which will be discussed in the meeting of the leaders at
the workshop. The leader attitudes towards the workshop in Japan, their appearance and their
approaches are the major agenda. The agenda is to ensure whether the effective decisions are
taken by the leaders at the cross-culture place. There are several key issues which were faced by
the leader in Japan so the list of agenda is bigger which is stated below:
The title of the agenda is the barriers in communication with the diversified people. The
objective of the meeting is to remove this barrier of communication so that effective leadership
can be done. The major agenda is to analyses the culture of Japan so that the barrier of the
communication in leadership can be removed. The pattern of behaviour of the people is different
from Australia to Japan so this cross-culture leadership is required to deal with the diversified
people. The time allocation for doing this agenda is 3 months as it takes time to know about the
culture of Japan.

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Resources used by facilitators at the leader workshop
The facilitators should use the cultural differences between Australia and Japan so that
cross-cultural leadership can be developed effectively. There is a different environment in the
Japan and even the employees also have a different culture than Australia so it is required by the
facilitator to use the cross-cultural leadership. Cultural awareness is essential for the leaders as
they are involving in the business of the Japan so they need to be more flexible, open-minded,
sensitive, etc. The open mind leader is required which can deal and handle the cultures of Japan
as their culture is weird than Australia.
There are the several resources which are required by the Australian business leaders in
dealing with the Japan business such as they need the trust of advisor in dealing the operations of
the company, knowledge from the failure, diversified thought which can lead to the success, the
fresh perspective, and the true judgments of the people. These resources help in effectively
operating the business as the leader get resources which they require and it becomes easy for the
leader to operate.

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Cultural Theory
Hofstede cultural dimension theory is a model used for cross-cultural communication. These
values related to the behaviour that includes the structure derived from the factor analysis
(Mazanec, et al., 2015). This theory is developed for analysing the cross-cultural process. This
theory includes several cultural values that include individualism-collectivism, uncertainty
avoidance, power distance and masculinity-feminity. This theory helps in maintaining cross-
cultural leadership among leaders of Australia to involves in the culture of Japan.
The cultural dimensions are too effective in the maintenance of the cross-cultural leadership
in the organization (Farzianpour, et al., 2016). This workshop defines this theory of cultural
dimensions and guides the leaders to use this theory. There is a lot of difference between
Australia and Japan so it is important to compare both the countries to identify the cross-cultural
leadership (Dickson, et al., 2012).
1. Power Distance
This defines the degree of inequality that includes people with or without power. The
power distance in Australia is lower as compared to Japan. As Australia, power distance
is 38 and Japan power distance is 54.
2. Individualism v/s Collectivism
This defines the strength of the ties that people have to others within their community.
The individualism of Australia is very high as compared to Japan. The individualism of
Australia is 90 and the individualism of Japan is 46.
3. Masculinity v/s Femininity
This defines the distribution of roles among men and women. The Masculinity in
Australia is low as compared in Japan. The masculinity on Australia is 61 and the
masculinity in Japan is 95.
4. Uncertainty Avoidance
This dimension defines how well people can cope up with anxiety. There is a lot of
difference in uncertainty avoidance of Australia and Japan. The uncertainty avoidance in
Australia is 51 and in Japan is 92. As Japan has too high uncertainty avoidance.
5. Long v/s Short Term Orientation

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This defines the "Pragmatic versus Normative". This includes the time horizon people in
a society. The long-term orientation in Australia is too low as compared to Japan. The
long-term orientation in Australia is 21 and in Japan is 88.
6. Indulgence v/s Restraint
This defines the IVR score among different countries. The indulgence in Australia is too
high as compared to Japan. As the indulgence in Australia is 71 and the indulgence in
Japan is 42.
The above analysis shows a lot of differences among all the dimensions of culture. This shows a
lot of differences in Australia and Japan. So, the leaders of Australia required to understand the
culture of Japan and improve cross-cultural leadership theory.

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Cross-cultural leadership
The cross-cultural leadership includes a leader that constituted by the staff, different
values and various cultural backgrounds. The various aspects of the different cultures of different
countries including in the cross-cultural leadership (Snaebjornsson, et al., 2015). The cultural
backgrounds of the different countries will be included in this cross-cultural leadership (Hanges,
et al., 2016). The different leaders of Australia need to work in Japan as leaders so they required
to determine the cross-cultural leadership as the cultures of both countries are different.
This leadership is important for achieving better advantages in the overall organization.
This leadership is present among the various aspects of organizations. The cultural exchange and
cultural changes are included in the cross-cultural leadership that defines the various cultures of
the countries (Roth and Ritter, 2015). This process of leadership also improves the globalization
concept in the organization. The cross-cultural leadership enhance the knowledge of the leaders
that required to work with Japan.

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References
Dickson, M. W., Castaño, N., Magomaeva, A., & Den Hartog, D. N. (2012). Conceptualizing
leadership across cultures. Journal of world business, 47(4), 483-492.
Farzianpour, F., Abbasi, M., Foruoshani, A. R., & Pooyan, E. J. (2016). The relationship
between Hofstede organizational culture and employees job burnout in hospitals of tehran
university of medical sciences 2014-2015. Materia socio-medica, 28(1), 26.
Hanges, P. J., Aiken, J. R., Park, J., & Su, J. (2016). Cross-cultural leadership: Leading around
the world. Current Opinion in Psychology, 8, 64-69.
Mazanec, J. A., Crotts, J. C., Gursoy, D., & Lu, L. (2015). Homogeneity versus heterogeneity of
cultural values: An item-response theoretical approach applying Hofstede's cultural
dimensions in a single nation. Tourism Management, 48, 299-304.
Roth, K. R., & Ritter, Z. S. (2015). Diversity and the need for cross-cultural leadership and
collaboration. In Cross-cultural collaboration and leadership in modern
organizations (pp. 196-215). IGI Global.
Snaebjornsson, I. M., Edvardsson, I. R., Zydziunaite, V., & Vaiman, V. (2015). Cross-Cultural
leadership: Expectations on gendered leaders’ behavior. SAGE Open, 5(2),
2158244015579727.

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Appendix
Source: (business-to-you, 2015).